Does privatisation drive innovation? Business model innovation through stakeholder viewpoints: the case of Sydney Airport 10 years post-privatisation

Broad economic and social reform, rapid technological change and increasing global competition have meant that organisations must consider all aspects of their business model in order to successfully create and capture ongoing customer value. In this study it is proposed that business model innovation must always consider and incorporate the symbiotic and interdependent relationship that stakeholders have with an organisation. One particular aspect of economic reform, privatisation, has become an important driver of economic growth in many economies, particularly when linked with the rapid growth of air travel. Privatisation of an airport can generate a radical change in the overall business model for the airport owner and the various stakeholders involved in the operation of the airport. Sydney Airport has restructured its overarching business model to meet the demands of stakeholders. Using feedback from key stakeholders, this research examines the generally accepted view that airport privatisation leads to an improvement in airport performance. Chesbrough's Business Model Framework provides a lens to assist the analysis of Sydney Airport operations before and after privatisation, and provides valuable insights into the impact of privatisation on business model innovation. © Cambridge University Press and Australian and New Zealand Academy of Management 2014.

The four national taps of Singapore: a holistic approach to water resources management from drainage to drinking water

 Water resources in Singapore are managed following the principles of a closed loop hydrologic cycle by one agency, the Public Utility Board (PUB), which promotes its management philosophy through the Four National Taps of Singapore program. The four national taps are: water from local catchment areas; imported water (from Malaysia); reused water (known as NEWater); and desalinated water. Given the uncertainty of water imports, the remaining three national taps have become increasingly important and this paper begins with a general overview of the innovative programs implemented by PUB in support of these three taps. Stormwater runoff is captured from two-thirds of Singapore’s land area and stored in reservoirs for subsequent use. Stormwater management is an important component of the catchment area tap and extensive low impact development (LID) implementation has become a priority through the ABC (Active, Beautiful, Clean) Waters Program. Examples of several ABC Waters projects are discussed. NEWater currently supplies 30% of the country’s demand and this is projected to increase to 50% by 2060. NEWater plants take treated wastewater through the additional steps of microfiltration, reverse osmosis and ultraviolet treatment for use primarily in industry, although a portion also is blended into the municipal reservoirs. Singapore’s single desalination plant currently meets 10% of its demand, with a second plant to be completed in 2013 that will more than double production. Also discussed are the results of recently completed pilot projects related to stormwater management including testing of E. coli in runoff from high density residential areas, a blind taste test and survey on acceptance of NEWater, and a survey of Singaporean understanding about stormwater management issues.Water resources in Singapore are managed following the principles of a closed loop hydrologic cycle by one agency, the Public Utility Board (PUB), which promotes its management philosophy through the Four National Taps of Singapore program. The four national taps are: water from local catchment areas; imported water (from Malaysia); reused water (known as NEWater); and desalinated water. Given the uncertainty of water imports, the remaining three national taps have become increasingly important and this paper begins with a general overview of the innovative programs implemented by PUB in support of these three taps. Stormwater runoff is captured from two-thirds of Singapore’s land area and stored in reservoirs for subsequent use. Stormwater management is an important component of the catchment area tap and extensive low impact development (LID) implementation has become a priority through the ABC (Active, Beautiful, Clean) Waters Program. Examples of several ABC Waters projects are discussed. NEWater currently supplies 30% of the country’s demand and this is projected to increase to 50% by 2060. NEWater plants take treated wastewater through the additional steps of microfiltration, reverse osmosis and ultraviolet treatment for use primarily in industry, although a portion also is blended into the municipal reservoirs. Singapore’s single desalination plant currently meets 10% of its demand, with a second plant to be completed in 2013 that will more than double production. Also discussed are the results of recently completed pilot projects related to stormwater management including testing of E. coli in runoff from high density residential areas, a blind taste test and survey on acceptance of NEWater, and a survey of Singaporean understanding about stormwater management issues.